INDEX

SR.NO CONTENT PAGE NO.

Chapter 1 Introduction

Objectives Of Study

Scope Of Study

Limitation Of The Study

Chapter 2 Literature Review

Chapter 3

Research Methodology.

Chapter 4 Data Analysis And Interpretations

Chapter 5 Finding

Conclusion

Annexure I - Bibliography

Annexure II- Questionnaire

1

CHAPTER I

INTRODUCTION

2

Chapter I

INTRODUCTION

CUSTOMER SATISFACTION

Customer satisfaction, a term frequently used in marketing, is a measure

of how products and services supplied by a company meet or surpass

customer expectation. Customer satisfaction is defined as "the number of

customers, or percentage of total customers, whose reported experience

with a firm, its products, or its services (ratings) exceeds specified

satisfaction goals."[1] In a survey of nearly 200 senior marketing

managers, 71 percent responded that they found a customer satisfaction

metric very useful in managing and monitoring their businesses.

It is seen as a key performance indicator within business and is often part

of a Balanced Scorecard. In a competitive marketplace where businesses

compete for customers, customer satisfaction is seen as a key

differentiator and increasingly has become a key element of business

strategy.

"Within organizations, customer satisfaction ratings can have powerful

effects. They focus employees on the importance of fulfilling customers’

expectations. Furthermore, when these ratings dip, they warn of problems

that can affect sales and profitability. . . . These metrics quantify an

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important dynamic. When a brand has loyal customers, it gains positive

word-of-mouth marketing, which is both free and highly effective."

Therefore, it is essential for businesses to effectively manage customer

satisfaction. To be able do this, firms need reliable and representative

measures of satisfaction.

"In researching satisfaction, firms generally ask customers whether their

product or service has met or exceeded expectations. Thus, expectations

are a key factor behind satisfaction. When customers have high

expectations and the reality falls short, they will be disappointed and will

likely rate their experience as less than satisfying. For this reason, a

luxury resort, for example, might receive a lower satisfaction rating than

a budget motel—even though its facilities and service would be deemed

superior in 'absolute' terms."

The importance of customer satisfaction diminishes when a firm has

increased bargaining power. For example, cell phone plan providers, such

as AT&T and Verizon, participate in an industry that is an oligopoly,

where only a few suppliers of a certain product or service exist. As such,

many cell phone plan contracts have a lot of fine print with provisions

that they would never get away if there were, say, a hundred cell phone

plan providers, because customer satisfaction would be way too low, and

customers would easily have the option of leaving for a better contract

offer.

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There is a substantial body of empirical literature that establishes the

benefits of customer satisfaction for firms.

Purpose

A business ideally is continually seeking feedback to improve customer

satisfaction.

"Customer satisfaction provides a leading indicator of consumer purchase

intentions and loyalty."  "Customer satisfaction data are among the most

frequently collected indicators of market perceptions. Their principal use

is twofold:" 

1. "Within organizations, the collection, analysis and dissemination of

these data send a message about the importance of tending to

customers and ensuring that they have a positive experience with

the company’s goods and services."

2. "Although sales or market share can indicate how well a firm is

performing currently, satisfaction is perhaps the best indicator of

how likely it is that the firm’s customers will make further

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purchases in the future. Much research has focused on the

relationship between customer satisfaction and retention. Studies

indicate that the ramifications of satisfaction are most strongly

realized at the extremes." On a five-point scale, "individuals who

rate their satisfaction level as '5' are likely to become return

customers and might even evangelize for the firm. (A second

important metric related to satisfaction is willingness to

recommend. This metric is defined as "The percentage of surveyed

customers who indicate that they would recommend a brand to

friends." When a customer is satisfied with a product, he or she

might recommend it to friends, relatives and colleagues. This can

be a powerful marketing advantage.) "Individuals who rate their

satisfaction level as '1,' by contrast, are unlikely to return. Further,

they can hurt the firm by making negative comments about it to

prospective customers. Willingness to recommend is a key metric

relating to customer satisfaction."

Construction

Organizations need to retain existing customers while targeting non-

customers.[3] Measuring customer satisfaction provides an indication of

how successful the organization is at providing products and/or services

to the marketplace.

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"Customer satisfaction is measured at the individual level, but it is almost

always reported at an aggregate level. It can be, and often is, measured

along various dimensions. A hotel, for example, might ask customers to

rate their experience with its front desk and check-in service, with the

room, with the amenities in the room, with the restaurants, and so on.

Additionally, in a holistic sense, the hotel might ask about overall

satisfaction 'with your stay.'"

As research on consumption experiences grows, evidence suggests that

consumers purchase goods and services for a combination of two types of

benefits: hedonic and utilitarian. Hedonic benefits are associated with the

sensory and experiential attributes of the product. Utilitarian benefits of a

product are associated with the more instrumental and functional

attributes of the product (Batra and Athola 1990).

Customer satisfaction is an ambiguous and abstract concept and the actual

manifestation of the state of satisfaction will vary from person to person

and product/service to product/service. The state of satisfaction depends

on a number of both psychological and physical variables which correlate

with satisfaction behaviors such as return and recommend rate. The level

of satisfaction can also vary depending on other options the customer

may have and other products against which the customer can compare the

organization's products.

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Work done by Parasuraman, Zeithaml and Berry (Leonard L) between

1985 and 1988 provides the basis for the measurement of customer

satisfaction with a service by using the gap between the customer's

expectation of performance and their perceived experience of

performance. This provides the measurer with a satisfaction "gap" which

is objective and quantitative in nature. Work done by Cronin and Taylor

propose the "confirmation/disconfirmation" theory of combining the

"gap" described by Parasuraman, Zeithaml and Berry as two different

measures (perception and expectation of performance) into a single

measurement of performance according to expectation.

The usual measures of customer satisfaction involve a survey with a set

of statements using a Likert Technique or scale. The customer is asked to

evaluate each statement and in term of their perception and expectation of

performance of the organization being measured. Their satisfaction is

generally measured on a five-point scale.

"Customer satisfaction data can also be collected on a 10-point scale."[1]

"Regardless of the scale used, the objective is to measure customers’

perceived satisfaction with their experience of a firm’s offerings."[1] It is

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essential for firms to effectively manage customer satisfaction. To be able

do this, we need accurate measurement of satisfaction.

Good quality measures need to have high satisfaction loadings, good

reliability, and low error variances. In an empirical study comparing

commonly used satisfaction measures it was found that two multi-

item semantic differential scales performed best across both hedonic and

utilitarian service consumption contexts. According to studies by Wirtz &

Lee (2003), they identified a six-item 7-point semantic differential scale

(e.g., Oliver and Swan 1983), which is a six-item 7-point bipolar scale,

that consistently performed best across both hedonic and utilitarian

services. It loaded most highly on satisfaction, had the highest item

reliability, and had by far the lowest error variance across both studies. In

the study,[8] the six items asked respondents’ evaluation of their most

recent experience with ATM services and ice cream restaurant, along

seven points within these six items: “pleased me to displeased me”,

“contented withto disgusted with”, “very satisfied with to very

dissatisfied with”, “did a good job for me to did a poor job for me”, “wise

choice to poor choice” and “happy with to unhappy with”.

A semantic differential (4 items) scale (e.g., Eroglu and Machleit

1990), which is a four-item 7-point bipolar scale, was the second best

performing measure, which was again consistent across both contexts. In

the study, respondents were asked to evaluate their experience with both

9

products, along seven points within these four items:

“satisfied to dissatisfied”,“favorable to unfavorable”,“pleasant to unpleas

ant” and “I like it very much to I didn’t like it at all”.

The third best scale was single-item percentage measure, a one-item 7-

point bipolar scale (e.g., Westbrook 1980).[10] Again, the respondents

were asked to evaluate their experience on both ATM services and ice

cream restaurants, along seven points within “delighted to terrible”.

It seems that dependent on a trade-off between length of the questionnaire

and quality of satisfaction measure, these scales seem to be good options

for measuring customer satisfaction in academic and applied studies

research alike. All other measures tested consistently performed worse

than the top three measures, and/or their performance varied significantly

across the two service contexts in their study. These results suggest that

more careful pretesting would be prudent should these measures be used.

Finally, all measures captured both affective and cognitive aspects of

satisfaction, independent of their scale anchors. Affective measures

capture a consumer’s attitude (liking/disliking) towards a product, which

can result from any product information or experience. On the other hand,

cognitive element is defined as an appraisal or conclusion on how the

product’s performance compared against expectations (or exceeded or fell

short of expectations), was useful (or not useful), fit the situation (or did

not fit), exceeded the requirements of the situation (or did not exceed).[11]

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Methodologies

American Customer Satisfaction Index (ACSI) is a scientific standard of

customer satisfaction. Academic research has shown that the national

ACSI score is a strong predictor of Gross Domestic Product (GDP)

growth, and an even stronger predictor of Personal Consumption

Expenditure (PCE) growth. On the microeconomic level, academic

studies have shown that ACSI data is related to a firm's financial

performance in terms of return on investment (ROI), sales, long-term firm

value (Tobin's q), cash flow, cash flow volatility,human

capital performance, portfolio returns, debt financing, risk, and consumer

spending.[12] Increasing ACSI scores has been shown to predict loyalty,

word-of-mouth recommendations, and purchase behavior. The ACSI

measures customer satisfaction annually for more than 200 companies in

43 industries and 10 economic sectors. In addition to quarterly reports,

the ACSI methodology can be applied to private sector companies and

government agencies in order to improve loyalty and purchase intent.

Two companies have been licensed to apply the methodology of the

ACSI for both the private and public sector: CFI Group, Inc. and Foresee

Resultsapply the ACSI to websites and other online initiatives. ASCI

scores have also been calculated by independent researchers, for example,

for the mobile phones sector, higher education, and electronic mail.

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The Kano model is a theory of product development and customer

satisfaction developed in the 1980s by Professor Noriaki Kano that

classifies customer preferences into five categories: Attractive, One-

Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers

some insight into the product attributes which are perceived to be

important to customers.

SERVQUAL or RATER is a service-quality framework that has been

incorporated into customer-satisfaction surveys (e.g., the revised

Norwegian Customer Satisfaction Barometer) to indicate the gap between

customer expectations and experience.

J.D. Power and Associates provides another measure of customer

satisfaction, known for its top-box approach and automotive industry

rankings. J.D. Power and Associates' marketing research consists

primarily of consumer surveys and is publicly known for the value of its

product awards.

Other research and consulting firms have customer satisfaction solutions

as well. These include A.T. Kearney's Customer Satisfaction Audit

process, which incorporates the Stages of Excellence framework and

which helps define a company’s status against eight critically identified

dimensions.

12

For B2Bcustomer satisfaction surveys, where there is a small customer

base, a high response rate to the survey is desirable. TheAmerican

Customer Satisfaction Index (2012) found that response rates for paper-

based surveys were around 10% and the response rates for e-surveys

(web, wap and e-mail) were averaging between 5% and 15% - which can

only provide a straw poll of the customers' opinions. One alternative was

developed in 1989 by InfoQuest (the InfoQuest box)which has an average

response rate of 70%+ (2012) based on posing up to 60 questions and

statements.

In the European Union member states, many methods for measuring

impact and satisfaction of e-government services are in use, which

the eGovMoNet project sought to compare and harmonize.

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OBJECTIVE OF STUDY

Primary objective:

1. Conduct customer satisfaction survey for Nissan Cars.

2. To find out customer expectation from Nissan Cars.

3. To study the factors those satisfy and delight the customer.

Secondary objective:

1. To find out problem faced by customers.

2. To understand the customers requirement from the Nissan Cars.

3. To know customer opinion about Nissan Cars.

SCOPE OF STUDY

The customer is always right. This is incontrovertible. Customer belongs

at the heart of every business because without them there is no business.

Without their money, there is no exchange. Therefore, for any company,

the customer is the starting point that influence very move. Marketing is

based on this logic. It is process by which a company finds out what its

customers want and need, and then delivery it in a way that that makes as

much profits possible. Because marketing focuses on customers, the heart

of every business and sources of all income, it follows logically that

marketing as a mere function of business to be performed intermittently.

By focusing on different customers, a marketing orientation gives

a company an edge over  those  who  focus  more  on  different  products, 

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selling  and  the production. Marketing opportunity arise when customer

wants and need arise. There is no point in trying to sell something for

which there is no demand. The production process must be informed by

customer demand. Customer will not often buy just because it is exist.

Customers are satisfied when offered what are needs. In practice, they are

not all that easy to please. Marketing is also about predicting what

customer will want and need in the future. It is native have to think that

customers needs and want remain constant, adopting the customer-

centered approach to a business will involve change.

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LIMITATION OF STUDY

Though the research was conducted properly, the probability of errors &

biases kept is minimum; still some errors occurred because of

certain limitation.

These are as follows:

A very short span of time for research. 

This is time- consuming research method  & the  respondents  did 

not  have sufficient time for giving information for such type of

research.

People were reluctant to give responses for such type of research.

People also did not give proper response for Questionnaire &

interview, because of short time.

Study is restricted to only Aurangabad city.

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Chapter II

LITERATURE OF REVIEW

Essay on Nissan Motors

In this paper, we analyze the Nissan Company’s business activities to show the

strategies of development applied by modern transnational companies, as well as the

problems they may be facing and the solutions in terms of marketing and management

they find to stay competitive and successful in the constantly changing conditions of

today’s global market. In the paper, we provide our overview of the literature on

business strategy of Nissan in the 21st century, as well as the analysis of these

strategies. We also summarize the goals and strategies set by the company through a

SWOT-analysis, and further reveal the essence of some strategies in detail. Below we

will describe the basic strategies of the company in the global market, in particular,

the choice of market segments, strategies of distribution in foreign markets, as well as

the merger strategy in crisis conditions. Based on this, we consider the company’s

new plan of development with the focus made on long-term prospects of emerging

17

markets. We also describe the updated corporate objectives, and future key strategies

based on current market conditions.

Introduction

 Nissan Motor is a Japanese industrial corporation specializing in the production of

cars, trucks and buses under the trademarks of Nissan and Datsun. Today the factories

of Nissan Motor Co. producing cars are located in 16 countries; the official sales are

conducted in 190 countries. The Nissan Company is focused on consumers belonging

to different social classes, with different tastes and preferences, and varying income

(Nissan-Global, 2012).

The global model range of the company includes more than 60 different models.

Nissan is committed to creating cars that can offer the buyer economical fuel

consumption, low level of emissions of harmful substances into the atmosphere,

cutting-edge safety technology.

Research centers of the company are working on the development of new

technologies that would allow cars to be competitive and at the same time carry some

additional value for customers. Globally, the company is working to minimize the

negative impact of their activities on the environment, and also carries out social

programs designed to improve the welfare of society, which is essential for successful

business development. Below we will describe the basic strategies of the company in

the global market, in particular, the choice of market segments, strategies of

distribution in foreign markets, as well as the merger strategy in crisis conditions.

 

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Literature Review

 Over the years, Nissan cars have had a reputation of high quality Japanese cars. And

today they are still characterized by high reliability, unique design and excellent

handling. Nissan brand has become synonymous to high quality vehicles around the

world; it has been also repeatedly recognized the safest car. Today, Nissan Motor Co.

is an excellent example of a fast-growing company that builds its success on the

principles of a strong positioning and strategies which are expressed in the company’s

global mission: to produce unique and innovative vehicles and service representing

the highest value to customers, employees, dealers and suppliers (Nissan Global,

2012; O’Regan and Ogata, 2007).

Currently, Nissan has turned into a giant transnational concern. Each year, Nissan

produces and sells about 3 million vehicles, making it one of the world’s largest

manufacturers. Since the beginning of production in 1934, Nissan released more than

77 million vehicles (Shimokawa, 2010).

The goal of Nissan is not just to make everybody like it, but to become truly favorite

brand for those who want to stand out and appreciate the original design and style,

technological excellence and quality. But today, as well as a few years ago during the

Asian crisis the company faces a number of difficulties.

Thus, the high exchange rate of the Japanese yen makes Nissan Motor Co. consider

the possibility of changes in production plans and development strategies. Yen

reached record highs against the US dollar in late October 2011, which was a strike to

Nissan’s profits, which are mainly made from the production of cars in Japan for

foreign markets.

According to Voisey (2010), strong yen may force Nissan to transfer the production to

countries outside Japan. Rising of yen allows automakers to buy cheaper raw

19

materials and, possibly, foreign assets. However, it also reduces the profit obtained on

the major automotive markets such as Europe and the US (Ayoglu, 2011).

Indeed, despite the fact that today the plants of Nissan Motor Co. are located in 16

countries, and official sales are made in 190 countries, focus only on the U.S. market,

which is the largest in the world, is now inappropriate (Khanna and Palepu, 2010;

Jindal et al., 2011). Almost half of Nissan’s profit depends on the U.S. market, but car

sales are falling there rapidly. Because of this, Nissan finished the last fiscal year

worse than expected (Jindal et al., 2011). The concern has announced 11% decrease in

profit due to the lack of new model in the U.S. Also, Nissan has become another

automaker to announce a fall in sales in Europe – in June, the sales of the Japanese

brand vehicles decreased by 1.6% to 57,196 vehicles. Nissan sales fell by almost 30%

in Italy and Spain, where the ongoing economic slowdown caused a decline in

demand in the market of new cars. According to Nissan, the sales of the company in

the UK fell by about 10% (Nissan Global, 2012).

Apart from that, a strategic alliance with Renault brought a great potential for changes

in strategy. Renault-Nissan Alliance created on March 27, 1999, marked the first

industrial and commercial convergence of this kind between the French and Japanese

companies, each of which brought its corporate culture, as well as the name and

reputation of its brand in a new alliance (Donnelly et al., 2005; Segrestin, 2006;

O’Regan and Ogata, 2007; Loska, 2011). Both companies follow a common strategy

for profitable growth and are connected by common interests, in particular the

prospects for the development of hybrid car models, which today is one of the most

successful innovations in the automotive market (Pohl, 2012).

In addition, Nissan has recently announced the return of Datsun brand unveiled a new

logo of the brand. According to the medium-term business plan Nissan Power 88, the

20

company intends to strengthen its position in fast growing economies. That is why the

decision was made to return the brand Datsun, as a basis for future profitable growth

in these markets (Nissan Global, 2012; Khanna and Palepu, 2010). Indeed, today the

world is changing rapidly, and in countries with high rates of economic growth,

people look to the future with optimism and looking for the best deals that meet

modern needs (Quelch and Deshpande, 2004). Not surprisingly, Nissan is seeking to

respond to requests of new groups of consumers in these countries.

In general, having examined the literature on business strategy of Nissan in the

21st century and coming to the analysis of these strategies, we can summarize the

determination of goals and strategies of the company through a SWOT-analysis, and

further reveal the essence of some strategies in detail. Thus, Nissan’s

21

CHAPTER III

RESEARCH METHODOLOGY

22

CHAPTER III

RESEARCH METHODOLOGY

The survey of two wheelers & its study has its own limitation. We have relay entirely

on the sales report and customer feedback. These sales report and customer feedback

are the source of secondary & primary data. One has to draw conclusion through this

data. The annual sales report is collected from dealers for the research study. The

present study covers the period of one year that is from 2015-16 & up to the date.

It would help to give proper emphasis on sales forecasting, study of consumer buying

behavior and to judge the market leader. The figures taken from the sales report are

approximate.

Research process:

Research process consists of following steps:

Research problem and research objectives

Research design

Sample design

Collection of data

Analyze the data

Present the findings

Step One: Define Research Problems and Objectives

At the outset we should single out the problem that we wants to study i.e. We must

decide the general area of interest or aspect of a subject-matter that we would like to

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inquire into. Initially the problem/objectives may be stated in a board general way and

then ambiguities, if any, relating to the problem was resolved then, the feasibility of a

particular solution has to be considered before a working formulation of the problem

can be set up

In our case, research objectives are: -

To study the effect of

Buying Behaviour

Fashion & Style

Price

Looks of vehicle

Brand name of two-wheeler on the preference of consumer.

Step Two: Research design

The research problem having been formulated in clear cut terms, we will be required

to prepare a research design decisions, regarding what, where, when, how much, by

what means, concerning an enquiry or a research study constitute a research design.”

A research design is the arrangement of conditions for collection and analysis of data

in a manner that aims to continue relevance to the research purpose with economy in

procedure.

Different research designs:

Different research design can be conveniently described if we categorize them as:

1. Research design in case of exploratory research studies.

2. Research design in case of exploratory research studies.

3. Research design in case of hypothesis testing research studies.

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In our case, the research design that was applicable to us was exploratory research

design.

Step Three: Sample design

All items in any field of inquiry constitute a ‘universe’ or ‘population’ a complete

enumeration of all items in the ‘population’ is known as census inquiry. It can be

presumed that in such an inquiry, when all items are covered, no element of chance is

left and highest accuracy is obtained. But in practice this may not be true. Even the

slightest element of bias I such as inquiry will get larger and larger as then number of

observation increases. So it’s important to choose proper sample to get accurate data.

The selected respondents constitute what is technically called a ‘sample’ and the

selection process is known as ‘sample survey’. A sample design is a definite plan for

obtaining a sample from a given population. It refers to the technique or the procedure

that we would adopt in selecting items for the sample.

Step Four: Collection of data

The task of data collection begins after we defined the research problem or objectives.

While deciding about the method of data collection to be used for the study, the

researcher should keep in mind two types of data i.e. Primary and Secondary. The

Primary data are those which are collected a fresh and for the first time and thus

happens to be original in character. The Secondary data, on the other hand are those,

which have been collected by someone else and which have already been through

statistical process.

Primary data: In this study, Primary data would be taken from Questionnaire

Secondary data: In this study secondary data would be taken from Magazines,

Internet.

We collected data with the help of questionnaire.

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There can be two kinds of Questionnaire, structured and unstructured

Questionnaire. Our Questionnaire was structured Questionnaires as the questions were

framed in advance and we had to stick to it before asking questions. One has to take

care in this kind of Questionnaires that the questions are flowing logically and of

sense.

Step five: Analyze the data

After the data have been collected, the researcher turns to the task of analyzing them.

The analysis of data requires a number of closely related operations such as

establishment of categorize, the application of these categories to raw data through

coding, tabulation, and then drawing statistical inferences. Coding operation is usually

done at this stage through which the categorize of data are transformed into symbols

may be tabulated and counted. Editing is the procedure that improves the quality of

the data for coding. What coding the stage is ready for tabulation? Tabulation is a part

of the technical procedure wherein the classified data are put in the form of tables.

Step six: Present the findings

Finally we have to prepare of what has been done. We have to summarize each and

every finding in our report and it should be not much in descriptive manner so that it

should be easy to interpret for the interpreter

Research Approach:

Survey are the best suited for descriptive research. These are undertaken to learn

about people’s knowledge, beliefs, preferences and satisfaction. So project research

approach will be survey oriented.

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Research instrument:

Primary data

Primary data is used for sales forecasting. I collected primary data through my

questionnaires, thus the customer, who are using or not using the product, filled

questionnaires. The merits of market survey method lies in the fact that the method

facilities gathering of original or primary.

The main demerit is that it is time consuming method moreover the reliability of the

information generated is dependent on the statistical accuracy of the survey

procedures. Here we have confined our reference to market survey being used as a

method of sales forecasting and to analysis consumer behavior

Now a days sample or segmented survey is more effective method of research this is

which lacked by the questionnaires. Here this questionnaire is our primary data, to

find out customer behavior regarding two wheelers.

Sampling: customer

Sampling method: random sampling

Extent: Aurangabad city

Time: one & half month

One month for field study

Half month for report making

Sample size: customer –200

Segmentation: Geographically –urban, age group, by profession, features of

vehicle, etc.

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Secondary data

Secondary data is not statically gathered for the immediate study at hand but for some

other purpose. The cost of secondary data is less then that of primary data. The

secondary data are adapted to squire the requirement of research study.

In simple word we can say secondary data is existing data which were collected for

specific requirement in past. Secondary data do not mean more accurate data. They

refer to sources rather than to the accuracy.

Sources of secondary data

Dealers.

Advertisement on TV.

Newspaper.

Magazines.

Pamphlets/information Boucher and many more.

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Chapter IV

COMPANY PROFILE

29

Nissan

Nissan Motor Company Ltd (Japanese: 日産自動車株式会社  Hepburn: Nissan

Jidōsha  Kabushiki- gaisha?), usually shortened toNissan (/ˈniːsɑːn/ or UK /ˈnɪsæn/;

Japanese: [nisːaɴ]), is a Japanese multinational automobile

manufacturer headquartered in Nishi-ku, Yokohama, Japan.

Since 1999, Nissan has been part of the Renault–Nissan Alliance, a partnership

between Nissan and French automaker Renault. As of 2013, Renault holds a 43.4%

voting stake in Nissan, while Nissan holds a 15% non-voting stake in Renault. Carlos

Ghosn serves as CEO of both companies.

A Nissan Dealership in Patiala, India

Nissan Motor sells its cars under the Nissan, Infiniti, and Datsun brands with in house

performance tuning NISMO.

30

Nissan was the sixth largest automaker in the world behind Toyota, General

Motors, Volkswagen Group, Hyundai Motor Group, andFord in 2013.[9] Taken

together, the Renault–Nissan Alliance would be the world’s fourth largest automaker.

Nissan is the leading Japanese brand in China, Russia and Mexico.[10]

History

Beginnings of Datsun name from 1914

Nissan Model 70 Phaeton, 1938

Nissan world headquarters in Nishi-ku, Yokohama

Masujiro Hashimoto founded the Kwaishinsha Motor Car Works in 1911. In 1914,

the company produced its first car, called DAT.

The new car's name was an acronym of the company's investors' family names:

Kenjiro Den 

Rokuro Aoyama 

Meitaro Takeuchi 

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It was renamed to Kwaishinsha Motorcar Co., Ltd. in 1918, and again to DAT

Jidosha & Co., Ltd. (DAT Motorcar Co.) in 1925. DAT Motors built trucks in

addition to the DAT and Datsun passenger cars. The vast majority of its output were

trucks, due to an almost non- existent consumer market for passenger cars at the time.

Beginning in 1918, the first DAT trucks were produced for the military market. At the

same time, Jitsuyo Jidosha Co., Ltd. produced small trucks using parts, and

materials imported from the United States.

In 1926 the Tokyo-based DAT Motors merged with the Osaka-based Jitsuyo Jidosha

Co., Ltd.  a.k.a. Jitsuyo Jidosha Seizo (established 1919 as a Kubota subsidiary) to

become DAT Jidosha Seizo Co., Ltd Automobile Manufacturing Co., Ltd.  in

Osaka until 1932. From 1923 to 1925, the company produced light cars and trucks

under the name of Lila.

In 1931, DAT came out with a new smaller car, the first "Datson", meaning "Son of

DAT". Later in 1933 after Nissan took control of DAT Motors, the last syllable of

Datson was changed to "sun", because "son" also means "loss" in Japanese, hence the

name "Datsun" 

In 1933, the company name was Nipponized to Jidosha-Seizo Co., Ltd.  and was

moved to Yokohama.

Nissan name first used in 1930s

In 1928, Yoshisuke Aikawa founded the holding company Nihon Sangyo (日本産業 Japan Industries or Nihon Industries). The name 'Nissan' originated during the 1930s

as an abbreviation used on the Tokyo stock market for Nihon Sangyo. This company

was the famous Nissan "Zaibatsu" which included Tobata Casting and Hitachi. At this

time Nissan controlled foundries and auto parts businesses, but Aikawa did not enter

automobile manufacturing until 1933.

32

The zaibatsu eventually grew to include 74 firms, and became the fourth-largest in

Japan during World War II.

In 1931, DAT Jidosha Seizo became affiliated with Tobata Casting, and was merged

into Tobata Casting in 1933. As Tobata Casting was a Nissan company, this was the

beginning of Nissan's automobile manufacturing.

Nissan Motor founded in 1934[

In 1934, Aikawa separated the expanded automobile parts division of Tobata Casting

and incorporated it as a new subsidiary, which he named Nissan Motor Co.,

Ltd.  The shareholders of the new company however were not enthusiastic about the

prospects of the automobile in Japan, so Aikawa bought out all the Tobata Casting

shareholders (using capital from Nihon Industries) in June 1934. At this time, Nissan

Motor effectively became owned by Nihon Sangyo and Hitachi.

In 1935, construction of its Yokohama plant was completed. 44 Datsuns were shipped

to Asia, Central and South America. In 1935, the first car manufactured by an

integrated assembly system rolled off the line at the Yokohama plant.[11] Nissan built

trucks, airplanes, and engines for the Japanese military. In 1937, the company's main

plant was moved to the occupied Manchuria, and named Manchuria Heavy Industries

Developing Co.

In 1940, first knockdown kits were shipped to Dowa Jidosha Kogyo (Dowa

Automobile), one of MHID’s companies, for assembly.[11] In 1944, the head office

was moved to Nihonbashi, Tokyo, and the company name was changed to Nissan

Heavy Industries, Ltd., which the company kept through 1949.

Nissan's early American connection

DAT had inherited Kubota's chief designer, American engineer William R. Gorham.

This, along with Aikawa's 1908 visit to Detroit, was to greatly affect Nissan's

33

future. Although it had always been Aikawa's intention to use cutting-edge auto

making technology from America, it was Gorham that carried out the plan. Most of

the machinery and processes originally came from the United States. When Nissan

started to assemble larger vehicles under the “Nissan” brand in 1937, much of the

design plans and plant facilities were supplied by the Graham-Paige Company. Nissan

also had a Graham license under which passenger cars, buses and trucks were made.

In David Halberstam's 1986 book The Reckoning, Halberstam states "In terms of

technology, Gorham was the founder of the Nissan Motor Company" and that "young

Nissan engineers who had never met him spoke of him as a god and could describe in

detail his years at the company and his many inventions."

Austin Motor Company relations (1937–1960s)

1937 Datsun model 16

Austin Seven Ruby

From 1934 Datsun began to build Austin 7's under licence. This operation became the

greatest success of Austin's overseas licensing of its Seven and marked the beginning

of Datsun's international success.

34

In 1952, Nissan entered into a legal agreement with Austin, for Nissan to assemble

2,000 Austins from imported partially assembled sets and sell them in Japan under the

Austin trademark. The agreement called for Nissan to make all Austin parts locally

within three years, a goal Nissan met. Nissan produced and marketed Austins for

seven years. The agreement also gave Nissan rights to use Austin patents, which

Nissan used in developing its own engines for its Datsun line of cars. In 1953, British-

built Austins were assembled and sold, but by 1955, the Austin A50 – completely

built by Nissan and featuring a new 1489 cc engine—was on the market in Japan.

Nissan produced 20,855 Austins from 1953 to 1959.

Nissan leveraged the Austin patents to further develop their own modern engine

designs past what the Austin's A- and B-family designs offered. The apex of the

Austin-derived engines was the new design A series engine in 1966. In 1967, Nissan

introduced its new highly advanced four cylinder overhead cam (OHC) Nissan L

engine, which while similar to Mercedes-Benz OHC designs was a totally new engine

designed by Nissan. This engine powered the new Datsun 510, which gained Nissan

respect in the worldwide sedanmarket. Then, in 1969 Nissan introduced the Datsun

240Z sports car which used a six-cylinder variation of the L series engine.

The 240Z was an immediate sensation and lifted Nissan to world class status in the

automobile market.

100 Day Strike of 1953

1953 Nissan labor dispute

35

During the Korean War, Nissan was a major vehicle producer for the U.S.

Army. After the Korean War ended, significant levels of anti-communist sentiment

existed in Japan. The union that organized Nissan's workforce was strong and

militant. Nissan was in financial difficulties, and when wage negotiations came, the

company took a hard line. Workers were locked out, and several hundred were fired.

The Japanese government and the U.S. occupation forces arrested several union

leaders. The union ran out of strike funds, and was defeated. A new labor union was

formed, with Shioji Ichiro one of its leaders. Ichiro had studied at Harvard

University on a U.S. government scholarship. He advanced an idea to trade wage cuts

against saving 2,000 jobs.[31] Ichiro's idea was made part of a new union contract  that

prioritized productivity. Between 1955 and 1973, Nissan "expanded rapidly on the

basis of technical advances supported - and often suggested - by the union." Ichiro

became president of the Confederation of Japan Automobile Workers Unions and "the

most influential figure in the right wing of the Japanese labor movement."

Merger with Prince Motor Company

1966 Prince R380 racecar

In 1966, Nissan merged with the Prince Motor Company, bringing more upmarket

cars, including the Skyline and Gloria, into its selection. The Prince name was

eventually abandoned, and successive Skylines and Glorias bore the Nissan name.

"Prince," was used at the Japanese Nissan dealership "Nissan Prince Shop" until 1999,

when "Nissan Red Stage" replaced it. Nissan Red Stage itself has been replaced as of

2007. The Skyline lives on as the G Series of Infiniti.

36

Miss Fairlady

To capitalize the renewed investment during 1964 Summer Olympics, Nissan

established the gallery on the second and third floors of the San-ai building, located

in Ginza, Tokyo. To attract visitors, Nissan started using beautiful female showroom

attendants where Nissan held a competition to choose five candidates as the first class

of Nissan Miss Fairladys, modeled after "Datsun Demonstrators" from the 1930s who

introduced cars. The Fairlady name was used as a link to the popular Broadway

play My Fair Lady of the era. Miss Fairladys became the marketers of Datsun Fair

Lady 1500.

In April 2008, 14 more Miss Fairlady candidates were added, for a total of 45 Nissan

Miss Fairlady pageants (22 in Ginza, 8 in Sapporo, 7 in Nagoya, 7 in Fukuoka).

In April 2012, 7 more Miss Fairlady candidates were added, for a total of 48 Nissan

Miss Fairlady pageants (26 in Ginza, 8 in Sapporo, 7 in Nagoya, 7 in Fukuoka).

In April 2013, 6 more Miss Fairlady candidates were added to Ginza showroom, for a

total of 27 48th Ginza Nissan Miss Fairlady pageants.

Foreign expansion

1971 Datsun 240Z (U.S. model) in green metallic

In the 1950s, Nissan decided to expand into worldwide markets. Nissan management

realized their Datsun small car line would fill an unmet need in markets such as

Australia and the world's largest car market, the United States. They first showed cars

at the 1958 Los Angeles Auto Show.[11][38] The company formed a U.S.

37

subsidiary, Nissan Motor Corporation U.S.A., in 1960, headed by Yutaka

Katayama. Nissan continued to improve their sedans with the latest technological

advancements and chic Italianate styling in sporty cars such as the Datsun

Fairlady roadsters, the race-winning 411 series, the Datsun 510 and the world-

class Datsun 240Z. By 1970, Nissan had become one of the world's largest exporters

of automobiles.

2010 Nissan Maxima SV Sport

In the wake of the 1973 oil crisis, consumers worldwide (especially in the lucrative

U.S. market) began turning to high-quality small economy cars. To meet the growing

demand, the company built new factories in Mexico (Nissan Mexicana was

established in the early 1960s and commenced manufacturing since 1966 at

their Cuernavaca assembly facility, making it their first North American assembly

plant), Australia, New Zealand, Taiwan, United States (Nissan Motor Manufacturing

Corporation USA was established in 1980) and South Africa. The "Chicken Tax" of

1964 placed a 25% tax on commercial vans imported to the United States. In

response, Nissan, Toyota Motor Corp. and Honda Motor Co. began building plants in

the U.S. in the early 1980s. Nissan's initial assembly plant, in Smyrna,

Tennessee (which broke ground in 1980), at first built only trucks such as

the 720 and Hardbody, but has since expanded to produce several car and SUV lines,

including the Altima, Maxima, Xterra, Pathfinder and LEAF all-electric car. The

addition of mass-market automobiles was in response to the 1981 Voluntary Export

38

Restraints imposed by the U.S. Government. An engine plant in Decherd,

Tennesseefollowed, most recently a second assembly plant was established in Canton,

Mississippi. In 1970, Teocar was created, which was a Greek assembly plant created

in cooperation with Theoharakis. It was situated in Volos, Greece and its geographical

location was perfect as the city had a major port. The plant started production in 1980,

assembling Datsun pick-up trucks and continued with the Nissan Cherry & Sunny

vehicles. Until May 1995 170,000 vehicles were made, mainly for Greece.

In order to overcome export tariffs and delivery costs to its European customers,

Nissan contemplated establishing a plant in Europe. Nissan tried to convert the Greek

plant into one manufacturing cars for all European countries however due to issues

with the Greek government not only did that not happen but the plant itself was

closed. After an extensive review, Sunderland in the north east of England was chosen

for its skilled workforce and its location near major ports. The plant was completed in

1986 as the subsidiary Nissan Motor Manufacturing (UK) Ltd. By 2007, it was

producing 400,000 vehicles per year, landing it the title of the most productive plant

in Europe.

Nissan GT-R

In 2001, Nissan established a manufacturing plant in Brazil. In 2005, Nissan added

operations in India, through its subsidiary Nissan Motor India Pvt. Ltd.[41] With its

global alliance partner, Renault, Nissan invested $990 million to set up a

manufacturing facility in Chennai, catering to the Indian market as well as a base for

39

exports of small cars to Europe.[42][43] Nissan entered the Middle East market in 1957

when it sold its first car in Saudi Arabia.[44] Nissan sold nearly 520,000 new vehicles

in China in 2009 in a joint venture with Dongfeng Motor. To meet increased

production targets, Dongfeng-Nissan expanded its production base in Guangzhou,

which would become Nissan's largest factory around the globe in terms of production

capacity.[45] Nissan also has moved and expanded its Nissan Americas Inc.

headquarters, moving from Los Angeles to Franklin, Tennessee in the Nashville area.

In 2014, Nissan cars will be produced by Renault-Samsung in South Korea. This

production will start with 80,000 Nissan Rogue/X-Trail produced by Renault-

Samsung Busan factory in South Korea, instead of being produced by Nissan in

Japan.

Relationships with other car companies

Nissan Motor new headquarters under construction in April 2008

Ford Motor Company

In Australia, between 1989 and 1992, Nissan Australia shared models with Ford

Australia under a government-backed rationalisation scheme known as the Button

Plan, with a version of the Nissan Pintara being sold as the Ford Corsair and a version

of the Ford Falcon as the Nissan Ute. A variant of the Nissan Patrol was sold as the

Ford Maverick during the 1988-94 model years.

40

In North America, Nissan partnered with Ford from 1993 to 2002 to market the Ohio

built Mercury Villager and the Nissan Quest. The two minivans were virtually

identical aside from cosmetic differences. In 2002, Nissan and Ford announced the

discontinuation of the arrangement.

In Europe, Nissan and Ford Europe partnered to produce the Nissan Terrano II and

the badge engineered Ford Maverick, a mid-size SUV produced at the Nissan Motor

Ibérica S.A (NMISA) plant in Barcelona, Spain. The Maverick/Terrano II was a

popular vehicle sold throughout Europe and Australasia. It was also sold in Japan as

a captive import, with the Nissan model marketed as the Nissan Mistral.

Volkswagen

Nissan licensed the Volkswagen Santana. Production began in 1984, at

Nissan's Zama, Kanagawa, and ended in May 1990.

Alfa Romeo

From 1983 to 1987, Nissan cooperated with Alfa Romeo to build the Arna. The goal

was for Alfa to compete in the family hatchback market segment, and for Nissan to

establish a foothold in the European market. After Alfa Romeo's takeover by Fiat,

both the car and cooperation were discontinued.

General Motors

In Europe, GM and Nissan co-operated on the Light Commercial vehicle the Nissan

Primastar. The high roof version is built in the NMISA plant in Barcelona, Spain;

while the low roof version is built at Vauxhall Motors/Opel's Luton plant

in Bedfordshire, UK

In 2013, GM announced its intentions to rebadge the Nissan NV200 commercial van

as the 2015 model year Chevrolet City Express, to be introduced by end of

41

2014. Holden, GM's Australian subsidiary, sold versions of the Nissan Pulsar as

the Holden Astra between 1984 and 1989.

LDV

LDV Group sold a badge engineered light commercial vehicle version of the Nissan

Serena as the LDV Cub from 1996 to 2001. The Nissan equivalent was marketed as

the Nissan Vannette Cargo.

Alliance with Renault

Current CEO Carlos Ghosn has been credited with reviving Nissan

In 1999, with Nissan facing severe financial difficulties, Nissan entered an alliance

with Renault S.A. of France.

Signed on 27 March 1999, the Renault-Nissan Alliance was the first of its kind

involving a Japanese and French car manufacturer, each with its own distinct

corporate culture and brand identity. In June 2001, Carlos Ghosn was named Chief

Executive Officer of Nissan. In May 2005, Ghosn was named President of Renault.

He was appointed President and CEO of Renault on 6 May 2009. Nissan's

management is a trans-cultural, diverse team.

The Renault-Nissan Alliance has evolved over years to Renault holding 43.4% of

Nissan shares, while Nissan holds 15% of Renault shares. The alliance itself is

42

incorporated as the Renault-Nissan B.V., founded on 28 March 2002 under Dutch

law. Renault-Nissan B.V. is equally owned by Renault and Nissan.

Under CEO Ghosn's "Nissan Revival Plan" (NRP), the company has rebounded in

what many leading economists consider to be one of the most spectacular corporate

turnarounds in history, catapulting Nissan to record profits and a dramatic

revitalization of both its Nissan and Infiniti model line-ups. Ghosn has been

recognized in Japan for the company's turnaround in the midst of an ailing Japanese

economy. Ghosn and the Nissan turnaround were featured in Japanese manga and

popular culture. His achievements in revitalizing Nissan were noted by the Japanese

Government, which awarded him theJapan Medal with Blue Ribbon in 2004.

On 7 April 2010, Daimler AG exchanged a 3.9% share of its holdings for 3.9% from

both Nissan and Renault. This triple alliance allows for the increased sharing of

technology and development costs, encouraging global cooperation and mutual

development.

On 12 December 2012, the Renault–Nissan Alliance formed a joint venture with

Russian Technologies (Alliance Rostec Auto BV) with the aim of becoming the long-

term controlling shareholder of AvtoVAZ, Russia’s largest car company and owner of

the country's biggest selling brand, Lada.[63] The takeover was completed in June

2014, and the two companies of the Renault-Nissan Alliance took a combined 67.1%

stake of Alliance Rostec, which in turn acquired a 74.5% of AvtoVAZ, thereby giving

Renault and Nissan indirect control over the Russian manufacturer.[64] Ghosn was

appointed Chairman of the Board of AvtoVAZ on 27 June 2013.

43

CHAPTER IV

DATA ANALYSIS

44

Chapter IV

DATA ANALYSISData analysis is an important element of any research activity. The primary

data collected is in a raw forming which needs further processing to give meaningful

results. The data collected from the respondents was classified and tabulated. Proper

statistical tools were then applied to this data to achieve relevant conclusions. The

various charts given below depict the data on different parameters.

Table 1: Gender Factors:

Sr. No. Gender No. of Respondents Percentage

1 Male 166 83%

2 Female 34 17%

Total 200 100%

Graph No. 1

INTERPRETATION

The above table and table chart shows the gender of respondents,

It reveals that 83% of the respondents are males and 17 % of them are females, it

means the maximum of no of respondents are males which contains more 4/5 of the

total respondents.

45

Table 2: Age of Respondents:

Sr. No. Age No. of Respondents Percentage

1 Up to 30years 30 15%

2 31- 40 years 80 40%

3 41- 50 years 72 36%

4 51 & above 18 9%

Total 200 100%

Graph No. 2

INTERPRETATION

the above table and table chart shows the age group of respondents, it revealed that

15% of the respondents are at age group of up to 30 years, and 40% of them are at the

age group of 31-40, and 36% of them are under age group of 41-50.

46

Table 3: Marital Status:

Sr. No. Profession No. of Respondents Percentage

1 Married 124 62%

2 Unmarried 76 38%

Total 200 100%

Graph No. 3

INTERPRETATION

The above table shows the percentage of the respondents, it shows that 62 % of the

respondents are married while 38 % of the respondents are unmarried.

The maximum of the respondents are students which contains about 4/5 of the total of

the respondents.

47

Table 4: Occupation:

Sr. No. Occupation No. of Respondents Percentage

1 Employed 48 24%2 Business 96 48%3 House wife 24 12%4 Retired 32 16%

Total 200 100%

Graph No. 4

INTERPRETATION

The above table and table chart shows the occupation of the respondents. It revealed

that the 24% of the respondents are the Employed, 48% of the respondents are

Business man, 12% of the respondents are Housewife, 16% of the respondents are

Retired etc.

The maximum of the respondents are students who make the more than 2/3 of the

total respondents.

48

Table 5: Annual Income

Sr. No. Annual Income No. of Respondents Percentage

1 Below 8 lack 10 5%

2 9-11 lack 156 78%

3 12 lack – above 34 17%

Total 200 100%

Graph No. 5

INTERPRETATION

The above chart and table represents the annual income of the respondents. it revealed

that 78 % of the them are from the families which are having an income of 9-11lack

per year, 17% 12 & above lakhs per year and 5 % below 8 lakh and above per year

and the last one which shows the highest column of the chart describes the

respondents who are from middle class families and they have more than 9-11 lakhs

income per year.

49

6) Table showing which model of Nissan cars do you have:

Sr. No. Particulars No. of Respondents Percentage1 Micra 76 38%

2 Sunny 64 32%

3 Terrano 60 30%

Total 200 100%

Graph No.6

Comments:

It is observed that, 38% of the customers preferred Micra Car as first

preference and 32% of the customer are using Sunny Car & 30% Customer are using

Terrano Cars.

50

7) Table showing The engine of your car is :

Sr. No. Particulars No. of Respondents Percentage1 Petrol 136 68%

2 Diesel 64 32%

Total 200 100%

Graph No.7

Comments:

It is observed that, 68% of the customers preferred Petrol Car as first

preference and 32% of the customer are using Diesel Car.

51

8) Table showing what is the mileage of car (Kmpl):

Sr. No. Particulars No. of Respondents Percentage1 12-13 36 18%

2 14-15 44 22%

3 16-18 66 33%

4 19-21 34 17%

5 22-25 20 10%

Total 200 100%

Graph No.7

Comments:

It is observed that, 18% of the customers say 12-13 kmpl mileage of the car,

22% of the customers say 14-15 kmpl mileage of the car, 33% of the customers say

16-18 kmpl mileage of the car, 17% of the customers say 19-21 kmpl mileage of the

car, and 10% of the customers say 22-25 kmpl mileage of the car.

52

9) Table showing are you satisfied with the after sales service of car in

Aurangabad:

Sr. No. Particulars No. of Respondents Percentage1 Yes 110 55%

2 No 90 45%

Total 200 100%

Graph No.9

Comments:

It is observed that, 55% of the customers are satisfied with the after sales

service of car in Aurangabad & 45% of the customers are not satisfied with the after

sales service of car in Aurangabad.

53

10) Table showing how much is the cost of free servicing:

Sr. No. Particulars No. of Respondents Percentage1 0 - 2500 36 18%

2 2501-5500 66 33%

3 5501-8500 54 27%

4 8501 < 44 22%

Total 200 100%

Graph No.10

Comments:

It is observed that, 18% of the customers say 0 -2500 km free servicing of his

car, 33% of the customers say 2500-5500 km free servicing of his car, 27% of the

customers say 5501-8500 km free servicing of his car, & 22% of the customers say

8501 < km free servicing of his car,

54

11) Table showing is car comfortable to drive on Highway and City:

Sr. No. Particulars No. of Respondents Percentage1 Highway 110 55%

2 City 90 45%

Total 200 100%

Graph No.11

Comments:

It is observed that, 60% of the customers are say comfortable to drive on

Highway, 40% of the customers are say comfortable to drive in City.

55

12) Table showing are you satisfied with the performance of the car:

Sr. No. Particulars No. of Respondents Percentage1 Yes 160 80%

2 No 40 20%

Total 200 100%

Graph No.12

Comments:

It is observed that, 80% of the customers are satisfied with the performance of

car & 45% of the customers are not satisfied with the performance of car.

56

CHAPTER V

FINDING & CONCLUSION

57

Chapter V

FINDING & CONCLUSIONFINDING

It is observed that 38% of the customers preferred Micra Car as first preference and 32% of the

customer are using Sunny Car & 30% Customer are using Terrano Cars.

68% of the customers preferred Petrol Car as first preference and 32% of the

customer are using Diesel Car.

18% of the customers say 12-13 kmpl mileage of the car, 22% of the

customers say 14-15 kmpl mileage of the car, 33% of the customers say 16-18

kmpl mileage of the car, 17% of the customers say 19-21 kmpl mileage of the

car, and 10% of the customers say 22-25 kmpl mileage of the car.

55% of the customers are satisfied with the after sales service of car in

Aurangabad & 45% of the customers are not satisfied with the after sales

service of car in Aurangabad.

18% of the customers say 0 -2500 km free servicing of his car, 33% of the

customers say 2500-5500 km free servicing of his car, 27% of the customers

say 5501-8500 km free servicing of his car, & 22% of the customers say 8501

< km free servicing of his car.

60% of the customers are say comfortable to drive on Highway, 40% of the

customers are say comfortable to drive in City.

80% of the customers are satisfied with the performance of car & 45% of the

customers are not satisfied with the performance of car.

58

CONCLUSION

Successfully implementing the abovementioned business strategies, Nissan

has all chances to fulfill its five-year strategic plan for international marketing called

“Nissan GT 2012” (where G means “growth”, and T stands for “trust”) and operating

in the period from April 1, 2008 to March 31, 2013 in all countries of production and

sales of Nissan brand (Sum Chau and Witcher, 2008). Based on this, the focus in the

new plan of the company should surely be given to long-term prospects, as well as

accountability to shareholders, the company should demonstrate in leading business

on a global scale.

Thus, under the current conditions, the long-term plan for Nissan Motors should

contain the following corporate objectives of the company (based on Barney and

Hesterly, 2012; Johnson et al., 2011; Quelch and Deshpande, 2004; Smith et al.,

2011):

1. Leadership in the sphere of providing high quality (In addition to the

continuous improvement of product quality, the company should pay great

attention to improving the quality of provided services and management, as well

as to strengthening the brand on a whole).

2. Leadership in creating vehicles with zero content of harmful impurities in the

exhaust gases.

3. Annual revenue growth on average by 5% over the next years (At the same

time, in our opinion, revenue growth should be provided by the active output of

new products).

In general, the key strategies of the company are to be focused at:

– Product Development, which includes the development of new Nissan

models for new and existing markets;

59

– Market Development, which includes identification and application of new

segments of the auto market;

– Product Modification, which includes modifications to the existing Nissan

models, so that they will acquire new functions or become attractive to other

buyers.

These key objectives must be supported by such business breakthroughs:

1. Leadership in quality;

2. Leadership in the development and production of hybrid cars;

3. Business development (maybe, through production of light commercial

vehicles and instruction of an “entry level” car on the global market;

4. Developing such markets as Russia, India, Middle East, Brazil and China;

5. Leadership in the efficient usage of resources.

60

ANNEXURE I

61

Annexure IBIBLIOGRAPHY

Books:

Marketing Management – By, Philip Kotler – Millennium Edition.

Research Methodology – By, C.R. Kothari

Foundations of Advertising, Theory and Practice, Himalaya

Publishing House, Bombay, 1985. - By Chunnewala & Sethia.

Advertising Today, Int. text Books Bell and Bain, London, Great

Britain, 1984. – By, Frank Jefkins.

Consumer Behaviors, prentice – Hall of India, New Delhi, 1998. –

By Schiffman & Kanuk.

Marketing Research, Richard D, Lrwin Inc. Illinious, USA 1985. –

By Boyd, Westfall, Stasch.

Internet:

www.google.com

www.nisaanmotor.com

www.carwale.com

www.wikipedia.com

www.scribed.com

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Annexure II

QUESTIONNAIR

63

Annexure II

QUESTIONNAIR

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Sex:- ---------------------------- Occupation:--------------------

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